Musa N.K.

Kabanangi
Top 5 Skills Behaviors
Personal Skills Ranking D I S C
1 Leadership 100
2 Goal Orientation
90
3 People Advocacy
4 Presenting 80
D = Dominance
5 Planning/Organizing 70 I = Influencing
S = Steadiness
C = Compliance
60
Strengths
50
Utilizes people to win and accomplish goals.
Motivates others to be the best they can be.
40
Willing to share knowledge to benefit the team or
organization. High I's tend to be
Motivates others to continue education. 30 enthusiastic,
Sets high expectations for himself and has a process persuasive, and
for achieving them. 20 optimistic.
Will ask all of the questions and gather all the data to
make every outcome the best it can be. 10

0
Motivators 45 82 15 64

1. Individualistic/Political - Rewards those who value personal recognition,

freedom, and control over their own destiny and others.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
8.3 Value to a Team
5.7*
2. Theoretical - Rewards those who value knowledge for knowledge's sake, Team player.
continuing education and intellectual growth.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
7.0 Verbalizes his feelings.
6.0*
3. Traditional/Regulatory - Rewards those who value traditions inherent in
Deadline conscious.
social structure, rules, regulations and principles.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
Good mixer.
6.8
4.7*
Accomplishes goals through people.
4. Aesthetic - Rewards those who value balance in their lives, creative
self-expression, beauty and nature.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10 Creative problem solving.
4.0
4.3*
5. Social - Rewards those who value opportunities to be of service to others and
contribute to the progress and well being of society.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
3.2
4.3*
6. Utilitarian/Economic - Rewards those who value practical accomplishments,
results and rewards for their investments of time, resources and energy.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
0.7
5.0*
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 Musa N.K. Kabanangi

SUMMARY PAGE EXPLAINED

Welcome to the Indigo Report! This page provides a quick overview regarding what's on your Indigo Summary
page. For more details visit, www.IndigotheAssessment.com.

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 Musa N.K. Kabanangi

ABOUT YOU
Everyone is different and there is no right or wrong way to be. These paragraphs describe how you likely show
up in your natural style.

Musa N.K. is enthusiastic and usually slow to anger. He, as a manager, supervisor or
group leader can use his people skills to build group involvement and increase participation
from the group. He, because of high standards, is sensitive to criticism of his work.
Sometimes he does his best work in order to gain acceptance from others. He is good at
creating enthusiasm in others. Musa N.K. believes in getting results through other people. He
prefers the "team approach." He influences most people with his warmth. He can be seen as
a person of good will. He likes feedback from his manager on how he is doing. Musa N.K.
seeks popularity and social recognition. He likes to deal with people in a favorable social
environment. He wants to know what others think of him. He wants and tries to please.

Musa N.K. likes working for managers who make quick decisions. He prefers not
disciplining people. He may sidestep direct disciplinary action because he wants to maintain
the friendly relationship. He likes to be involved in the decision-making process. He may be
inconsistent in disciplining others. Because of his trust and willing acceptance of people, he
may misjudge the abilities of others. He is good at solving problems that deal with people. He
is good at giving verbal and nonverbal feedback that serves to encourage people to be open,
to trust him and to see him as receptive and helpful. When he has strong feelings about a
particular problem, you should expect to hear these feelings, and they will probably be
expressed in an emotional manner.

Musa N.K. tends to influence people to his way of thinking by using verbiage as compared
with others who like to use reports. It is important for Musa N.K. to use his people skills to
"facilitate" agreement between people. He tends to look at all the things the group has in
common, rather than key in on the differences. He is always concerned with other people's
feelings and thoughts. He judges others by their verbal skills and warmth. Musa N.K. is good
at calming conflict situations. Others can sense that he is truly interested in helping people in a
conciliatory role. He is comfortable with most people and can be quite informal and relaxed
with them. Even when dealing with strangers, Musa N.K. will attempt to put them at ease. He
will optimistically interact with people in an assured, diplomatic and poised manner. He will
know many people. He has a tendency to be a name dropper. He may do this without
thinking, trying to establish rapport with people he may not know well.

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 Musa N.K. Kabanangi

YOUR NATURAL AND ADAPTED BEHAVIORAL STYLES

Adapted Style Natural Style

The graphs represent your behavioral
styles based on the DISC model.
D I S C D I S C There is no "correct" score. Your
100 100 personal style is a unique blend of
D, I, S, and C.
90 90 D stands for dominance.
I stands for influencing.
80 80 S stands for steadiness.
C stands for compliance.
70 70

60 60 A score over 50 indicates that you are

"High" in that behavior. A score under
50 50 50, indicates "Low". Scores close to
the middle indicate a more adaptable
40 40 style in this category.

The graph on the right represents your

30 30 natural style and the graph on the left
represents how you feel like you have
20 20 to "adapt" your behavior based on
current circumstances.
10 10

0 0

36 68 32 82 45 82 15 64

D, the red bar on the graphs, stands for Dominance. High D's tend to be direct, forceful, results oriented, and
bold. Low D's tend to be non-confrontational, low key, cooperative, and agreeable.
Famous high D's are Lionel Messi, Princess Leia (Star Wars), Steve Jobs, and Tyra Banks.
Famous Low D's are the Dalai Lama, Yoda (Star Wars), Malala Yousafzai, and Drake.

I, the yellow bar on the graphs, stands for Influencing. High I's tend to be enthusiastic, persuasive, and talkative.
Low I's tend to be good listeners, reflective, skeptical, and factual.
Famous high I's are Jimmy Fallon, Jennifer Lopez, Jar Jar Binks (Star Wars), and Oprah Winfrey.
Famous low I's are Abraham Lincoln, Anakin Skywalker/Darth Vader (Star Wars), Mark Zuckerberg, and Adele.

S, the green bar on the graphs, stands for Steadiness. High S's tend to be patient, predictable, and calm. Low
S's tend to be change oriented, restless, and impatient.
Famous high S's are Michelle Obama, Gandhi, Duchess Kate Middleton, and Obi-Wan Kenobi (Star Wars).
Famous low S's are Kevin Hart, Elon Musk, Finn (Star Wars), and Lady Gaga.

C, the blue bar on the graphs, stands for Compliance. High C's tend to be analytical, detail oriented, and
cautious. Low C's tend to be independent, unsystematic, and less concerned with details.
Famous high C's are Neil Degrasse Tyson, JayZ, Supreme Court Justice Sonia Sotomayor, and C-3PO (Star Wars).
Famous low C's are Rosa Parks, Ellen Degeneres, Han Solo (Star Wars), and Justin Bieber.

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 Musa N.K. Kabanangi

DISC REFERENCE GUIDE

Find your DISC Graph on the Indigo summary page: Take note of scores furthest away from 50 on the DISC
graph (high or low). These are the behaviors that will stand out most for you. Reference "stand-out" scores
below. Various combinations of stand-out DISC factors will influence communication styles and environmental
needs. For example, a High D, Low C will need a fast-paced, results-oriented environment with lots of freedom.
However, a High D, High C will need an environment where results can be achieved through structure, quality,
and attention to detail. If all scores are near the middle , you are likely adaptable to many environments.

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 Musa N.K. Kabanangi

WHAT MOTIVATES YOU

Motivators are like an engine beneath the hood of a car. Motivators aren't easily seen from the outside but they
are what power you. This is important to your college and career choice because motivators correlate directly to
fulfillment and meaning. Most people are happiest selecting a major and career based on their top two
motivators.

Individualistic Passionate

Theoretical Mainstream

Traditional Passionate

Aesthetic Mainstream

Social Mainstream

Utilitarian Extreme

- 68 percent of the population - national mean - your score Mainstream - one standard deviation of the national mean
Passionate - two standard deviations above the national mean
Indifferent - two standard deviations below the national mean
Extreme - three standard deviations from the national mean

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 Musa N.K. Kabanangi

MOTIVATOR REFERENCE GUIDE

Find your motivators on the Indigo summary page: Connecting with the top two motivators are most
important. A secondary motivator supports the first motivator; for example, a "Social/Theoretical" will use
knowledge to help people. But a Social/Utilitarian will want to help people in an efficient and results-oriented
way. A Social/Individualistic wants to help in their own way. NOTE: The third motivator might be important as
well, especially if it is above the Adult Mean. And the last motivator may be important to avoid!

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 Musa N.K. Kabanangi

YOUR SKILLS
This page shows 23 skills that are important in the world of work. The key to success is utilizing your strengths
while minimizing your weaknesses. You are more likely to excel with your top skills. For more information visit
http://www.indigotheassessment.com.

Personal Skills Ranking

1 Leadership
2 Goal Orientation
3 People Advocacy
4 Presenting
5 Planning/Organizing
6 Teamwork
7 Time and Priority Management
8 Written Communication
9 Mentoring/Coaching
10 Diplomacy/Tact
11 Personal Responsibility
12 Negotiation
13 Analytical Problem Solving
14 Interpersonal Skills
15 Creativity/Innovation
16 Management
17 Decision Making
18 Conflict Management
19 Persuasion
20 Flexibility
21 Futuristic Thinking
22 Continuous Learning
23 Empathy

Well Developed Developed Moderately Developed Needs Development

T: 13:29
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 Musa N.K. Kabanangi

DO'S: HOW OTHER PEOPLE SHOULD COMMUNICATE WITH YOU...

This page provides other people a list of things to DO when communicating with you. This is how you like to be
communicated with. Everyone has different communication styles. Knowing your style and acknowledging
other's styles is critical to success in any job or relationship.

Provide a warm and friendly environment.

Understand his sporadic listening skills.
Deal with details in writing, have him commit to modes of action.
Read the body language for approval or disapproval.
Provide testimonials from people he sees as important.
Plan interaction that supports his dreams and intentions.
Give strokes for his involvement.
Be isolated from interruptions.
Talk about him, his goals and the opinions he finds stimulating.
Be specific and leave nothing to chance.
Put projects in writing, with deadlines.
Leave time for relating, socializing.
Use "feeling" language when appropriate.

DON'TS: ... AND HOW OTHERS SHOULD NOT COMMUNICATE WITH YOU
This page provides other people a list of things NOT to do when communicating with you. Everyone has
different communication styles. Knowing your style and acknowledging other's styles is critical to success in any
job or relationship.

Be dictatorial.
Forget to follow-up.
Talk too slowly, or dwell on details to excess.
Take credit for his ideas.
Leave decisions hanging in the air.
Kid around too much, or "stick to the agenda" too much.
Legislate or muffle--don't overcontrol the conversation.
Be curt, cold or tight-lipped.
Waste time trying to be impersonal, judgmental or too task-oriented.
Let him change the topic until you are finished.
Drive on to facts, figures, alternatives or abstractions.
Talk down to him.

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 Musa N.K. Kabanangi

THINGS YOU MAY WANT FROM OTHERS

People are more motivated when they choose careers and college programs that satisfy their unique set of
"wants".

A support system to do the detail work.

To be trusted.
Time to gather data and facts in order to work through challenges and conflicts.
Background and detailed information on process and procedures in order to ensure they
are correct.
Control over long-term planning in order to protect the company from unnecessary risks.
The understanding from management that he thinks in terms of long-term impact on the
image of the business.

YOUR IDEAL WORK ENVIRONMENT

An ideal working environment for you should include elements from this list.

Democratic supervisor with whom he can associate.

Freedom of movement.
Appreciation for the process of gathering data in order to avoid mistakes.
An environment where being prepared for meetings is rewarded.
An environment that demands high standards with the opportunity to enforce such
standards.
To be seen as the "go to" person for all factual and data analysis.

SOME POTENTIAL CHALLENGES

The areas below are things to be careful of because they may create roadblocks to your success. Identify any
areas that may be affecting your success now and develop an action plan to overcome these challenges.

As a leader may over focus on self and his own needs.

He may overestimate his authority.
May be too trusting of people as resources.
A desire to share information can impede his ability to listen and learn.
Will control all of the details for fear of a tainted image.
May set unreachable standards for himself and others.
May appear overly data- or theory-focused.
Wants a consistent process but constantly looking to make sure it is correct.

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 Musa N.K. Kabanangi

YOUR STRENGTHS
These are areas where you really shine! Use these strengths to talk about yourself on college applications,
job/internship interviews, and with teammates for school projects and extracurricular activities. Practice using
your strengths every opportunity you can.

Capable of addressing conflict for a win-win scenario.

Being an optimistic leader.
Looks for the positive side of every situation.
Motivates others to continue education.
Sets high expectations for himself and has a process for achieving them.
Has a calculated plan to advance or win within the organizational framework.
Will ask all of the questions and gather all the data to make every outcome the best it
can be.
Wants to know everything about the process, which leads to high standards and results.

WHAT OTHERS MAY VALUE IN YOU

These are qualities that you bring to teams and organizations.

Optimistic and enthusiastic.

Ability to handle many activities.
Creative problem solving.
Builds confidence in others.
Team player.
Negotiates conflicts.
Verbalizes his feelings.

POTENTIAL WEAKNESSES WITH YOUR STYLE

Every behavioral style has inherent positives and negatives. This section lists some possible behaviors that may
hold you back in life. Knowing what they are will help you get along with others and reduce stress.

Be optimistic regarding possible results of his projects or the potential of his people.
Be inattentive to detail unless that detail is important to him or if detail work is of a short
duration.
Be too verbal in expressing criticism.
Be unrealistic in appraising people--especially if the person is a "friend."
Make decisions based on surface analysis.

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Possible Degree Matches

These are potential degrees and directions that fit your personal profile. Not all of these will be a perfect fit.
However, they provide a good starting point for programs to research and consider.

Arts and Sciences

Art History
Broadcasting
Entertainment and Arts Management
Geography
Geology, Earth Sciences
Information Technology
Interior Design
International Studies and Relations
Mathematics, Applied Math
Meteorology
Microbiology
Music Composition
Neuroscience
Paleontology
Philosophy, Religious Studies
Photography and Studio Art
Physics, Applied Physics
Political Science
Pre-Law
Quantitative Analysis
Sociology
Statistics
Theology

Business
Advertising
Business Communications, Public Relations
Business Management, Consulting
Facilities Planning and Management
Finance and Investments
General Business
General Management
Hospitality, Hotel Management
Marketing

Career and Technical

Chef, Food Preparation

Engineering
Computer Engineering

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 Musa N.K. Kabanangi

Possible Degree Matches

Environmental, Agriculture and Food

Culinary Science
Fish, Game and Wildlife
Forestry, Natural Resources

Evolving Opportunities
Nonprofit Management
Wilderness Education

Health Sciences
Exercise Science
Health and Fitness, Personal Training
Kinesiology
Pre-Medicine

Other Career Paths

Apparel Fashion
Business Sales
Event Planning
Interior Design
Military Service

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 Musa N.K. Kabanangi

LIKELY TIME WASTERS

This section is designed to identify potential distractions that could impact your effectiveness and use of time.
Possible causes and solutions outlined can serve as a basis for creating an effective plan for increasing your
overall performance.

1. Inability To Say No
The inability to say no is when you are unable to or feel powerless to refuse any request.

Possible Causes:
Have many interests and want to be involved
Confuse priorities
Fail to set priorities
Do not want to hurt others' feelings
Do not want to refuse a superior's request
Do not feel comfortable giving "real" reason and doesn't want to lie

Possible Solutions:
Realistically evaluate how much time is available
Understand limitations and what can be done well
Set daily and long-term priorities
Learn to say no to those people and tasks that do not support daily and long-term priorities

2. Procrastination
Procrastination is the process of delaying action. It is also the inability to begin action.

Possible Causes:
Priorities have not been set
Do not see projects or tasks clearly
Overwhelmed with commitments
Hope that time will solve or eliminate the problem
Fear of failure

Possible Solutions:
Set goals and establish priorities
Break large projects into small steps and do one at a time
Agree to follow established priorities
Consider consequences if it doesn't get done
Remind yourself that you will avoid the stress of putting something off until the last minute

3. Daydreaming
Daydreaming is being preoccupied with non-task or non-work related thoughts. It is being easily distracted
from at-hand tasks and focusing on past or future events for prolonged periods of time.

Possible Causes:
Being a creative thinker and always thinking of new ideas
Being more excited about the future than the here and now
Bring personal problems to work
See work as routine and unexciting
Experience stress from working on something too long
Focus on past pleasant experiences as a way of coping with routine and stress

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LIKELY TIME WASTERS

Possible Solutions:
Learn to read body signals for fatigue
Change routine
Remind yourself that worrying about personal problems interferes with your productivity
Set tasks/objectives

4. Desire To Be Involved With Too Many People

The desire to be involved with too many people is involvement that extends beyond business interactions to
the point of interfering with work. Beyond being friendly, it is excessive socializing.

Possible Causes:
Have many interests
Want to be seen as one of the gang
Need praise and approval from others

Possible Solutions:
Recognize your time constraints
Be selective in getting involved in activities
Monitor energy level
Keep personal and job related priorities in view

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